We recently connected with Jamie Redding and have shared our conversation below.

Jamie, thanks for taking the time to share your stories with us today One of the things we most admire about small businesses is their ability to diverge from the corporate/industry standard. Is there something that you or your brand do that differs from the industry standard? We’d love to hear about it as well as any stories you might have that illustrate how or why this difference matters.

At Refocus Behavior, we intentionally create an environment that fosters a unique and empowering culture. Firstly, I’ve designed our company culture to be one of empowerment, autonomy, and accountability. We operate as a flatarchy, which means every team member has the decision-making authority to make decisions that align with our values and KPI goals. This structure fuels innovation and ensures everyone’s input is valued.

As the CEO and Co-founder, I greatly value listening to my team’s guidance and feedback. They are the eyes, ears, and heart of the organization. Their input is crucial and significantly influences my decisions. And often, their feedback is the catalyst for tremendous growth and evolution. For instance, in 2021, our team highlighted the challenges of a 5-day work week, especially in our line of work where last-minute schedule changes affect patient care. Taking their feedback to heart, I conducted a thorough operational analysis. I considered reducing employee work hours, by conducting a full risk/benefit analysis, including impact on our patient care. After considerable evaluation, we then transitioned to a 4-day work week with 8-hour days, without reducing salaries.

This decision has been a game-changer. At first look, closing our doors 1 day per week was scary; however, we actually enhanced our organization’s overall financial health by fostering a better culture for our staff, empowering them to achieve more balance in their lives. So yes, we took a bit of a financial hit initially, but the long-term benefits have been incredible. It boosted employee satisfaction & reduced the risk of burnout. This allowed me to make a bold decision that resonated with our core values and promote a happier, more productive workplace.

Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.

Let me share a bit about my journey and what drives my passion. My story is layered and complex, filled with many small, seemingly insignificant moments that have led me to where I am today. It’s a journey that feels like a series of bends in the road, each one guiding me to a place I never imagined but somehow always knew I’d reach.

I grew up in a challenging environment, experiencing poverty in a very real and personal way. I remember nights lit by candles, not for ambiance, but because we couldn’t afford electricity. Meals were often a can of pork and beans with a slice of white bread. During high school, college seemed like an unattainable dream—truly, teachers and counselors never even mentioned it to me because it was clear my family couldn’t afford it. This harsh reality fueled a fire within me. I wanted more, even if I didn’t know how to achieve it.

At 19, I married my soulmate, a soldier, and by 21, we had two beautiful children. Life was moving forward. Then 9/11 happened, and everything changed. The uncertainty and danger of my husband’s military career became painfully real. The fear of losing him and falling back into poverty pushed me to take action. I started taking college classes, one at a time, balancing the demands of military life, motherhood, and work. Four years later, I earned my associate’s degree. I kept pushing, and at 31, I proudly received my bachelor’s degree—becoming the first in my family to do so.

But my journey didn’t end there. Along the way, I discovered the field of Applied Behavior Analysis (ABA), a science focused on socially significant behavior change to improve people’s quality of life. I was instantly captivated. Realizing the need for advanced education to make a meaningful impact, I went back to school, earning my master’s degree, national certification, and, ultimately, earned my doctorate. These achievements were beyond what I ever thought possible for myself.

Today, I am the CEO and Co-founder of Refocus Behavior, an organization that embodies empowerment, autonomy, and accountability. Our commitment to our values and the team’s well-being sets us apart from other ABA organizations. I’m proud of the culture we’ve built—one that is transparent, supportive, and resilient. I lead from a place of empathy and experience, knowing firsthand the struggles and triumphs of overcoming adversity. I want my team and community to know that I am a person who has overcome significant hardships &fighting to make impactful changes in the lives of others. This is who I am and who I’ve always been.

I’m most proud of the resilience and determination that define my personal journey and our organizational ethos.

We often hear about learning lessons – but just as important is unlearning lessons. Have you ever had to unlearn a lesson?

One crucial lesson I had to unlearn in my leadership journey is the idea that being busy equates to being productive. My very first job was in a restaurant—still one of my favorite jobs to this day—where we had a saying: “If you have time to lean, you have time to clean!” The underlying message was that there should always be something to do, and standing idle was unacceptable. This mindset can be incredibly effective in ensuring all tasks are completed, but can also be incredibly effective in facilitating employee burnout and diminished motivation.

Let me illustrate this with an example. Imagine you’re a bookkeeper with a set number of clients. You work diligently to balance your clients’ books ahead of schedule, hoping to catch a breath before the day ends. However, your boss notices your extra time and assigns you additional work in the name of “teamwork”. We’ve all been there & it can be incredibly frustrating! My guess is that to avoid being saddled with extra tasks, you might not work as efficiently next time. This approach often discourages hard work and initiative.

Through my experiences, I’ve learned that having “time to lean” can actually be beneficial. As long as the job is done and everyone is supported adequately, taking a moment to breathe and reflect is perfectly fine. I’d even say it should be encouraged! This downtime can lead to valuable learning and personal growth. In fact, I’ve found that employees are often more willing to volunteer and assist others during their free time if they aren’t constantly pressured to stay busy.

Understanding this balance has been a pivotal feature of how I lead teams. Creating an environment where employees feel empowered to manage their time effectively without fearing being overloaded with additional work when they show efficiency is essential. This fosters a healthier, more motivating workplace and encourages a culture of mutual support and continuous improvement. The lesson is that constant busyness doesn’t necessarily mean productivity. Allowing time for rest, learning, and personal growth can lead to a more engaged, motivated, and efficient team.

Can you open up about a time when you had a really close call with the business?

As a healthcare organization, we operate on a model where we provide our services to patients in good faith, trusting their insurance will reimburse us for our work. The reimbursement cycle can often exceed 30 days, creating significant financial challenges, especially for young businesses like ours, which started during the pandemic when many other businesses were shutting down.

One particularly challenging time stands out when our primary insurance provider experienced an internal backlog in claims processing. This delay resulted in us not receiving reimbursement for nearly two months. It was a harrowing period for us, as we employ over 20 people who rely on us for their income and livelihood. The pressure of ensuring we could meet our payroll commitments without sacrificing our employees’ trust was immense.

We had to rely on personal resources and an organizational spending freeze to bridge the gap during this period. I, along with other C-level staff, made the difficult decision to skip paychecks to ensure that our team members were cared for. It was a tough but necessary choice to maintain the stability and morale of our organization. This close call was a stark reminder of the vulnerabilities of running a healthcare business, especially in times of economic uncertainty. It also highlighted the importance of having a resilient and supportive team. Despite the financial strain, our team remained dedicated and provided exceptional patient care. Their commitment and understanding were crucial in navigating this difficult time.

Looking back, this experience reinforced our resolve to build a more robust financial safety net and strengthen our relationships with insurance providers. It could have been a near-death moment for our business. Instead, it brought us closer as a team and underscored the importance of resilience, adaptability, and unwavering commitment to our mission. In the end, we emerged stronger, with a renewed focus on ensuring the financial health of our organization so that we can continue to support our employees and serve our patients effectively. It was a challenging chapter in our journey, but it taught us invaluable lessons about leadership, perseverance, and the power of a united team.

Contact Info:

• Website: https://www.refocusbehavior.com
• Instagram: https://www.instagram.com/dr__jamier/
• Facebook: https://www.facebook.com/refocusbehavior
• Linkedin: https://www.linkedin.com/in/dr-jamie-redding/